On a recent afternoon, we found ourselves with a couple of free hours and decided to feed our inner film buffs. We headed to a movie theater to watch “Moneyball,” starring Brad Pitt. It’s based on Michael Gene Lewis’s best-selling book with the same title and chronicles how the Oakland A’s general manager, Billy Beane, used unconventional methods to assemble a competitive team with minimal financial resources.   As a movie, we both gave it a thumbs up. But what we really got excited about was the lessons for organizations found in the storyline. As the film unfolded, we nudged each other and nodded with recognition at the tension created as change and innovation battled tradition (which always has theRead the Rest…

She got fired over the phone, and sent an email blast to the organization announcing what had happened.  The New York Times story on former CEO Carol Bartz abrupt dismissal from Yahoo said she did something that executives rarely do in that situation. “She told the truth.”   After word got out about her “I’ve just been fired” email, the national argument began: Was her action was a bold act of authenticity and transparency? Or a reckless, unnecessary act inspired by spite?   Many said Bartz’ actions were consistent with her direct style, and she was applauded for her refreshing honesty.  Some hoped her truth-telling would become a trend, and held her up as a shining example of how thingsRead the Rest…

I have learned many lessons about leadership over the years, but among the most powerful came while teaching at an inner-city high school in Flint, Michigan. In mid-year, I took a job teaching woodshop. The previous instructor had found himself locked in a storage cage by his 2nd period class. He got out during 4th period, and immediately quit.   In the 1970s, the boys who were enrolled in woodshop often weren’t cutting it in regular classrooms. The logic of putting disruptive — and sometimes aggressive — students in a classroom with sharp instruments and dangerous power machines escaped me. But somebody had to do it, and I needed the job.   While I wasn’t thinking about leadership at theRead the Rest…

We’ve been grappling with the fact that truth-telling is often seen as a radical act in our organizations and trying to figure out why that should be so. In our last post, we listed compelling and seductive reasons for NOT telling the truth. This week, we are listing benefits that come from telling the truth. Top 20 Reasons for Telling the Truth 1.     It forces me to be honest with myself 2.     Establishes credibility and trust 3.     It shows people what I see and how I truly feel 4.     I don’t have to remember what stories/lies I told before 5.     Helps me confront harsh realities rather than fear or ignore them 6.     Sends a message of respect and caring 7.    Read the Rest…

As part of our exploration of “telling the truth”, and why it’s often seen as a radical act in organizations, we brainstormed a list of why telling the truth could seem like a bad idea.   Here are our  Top 20 Reasons to Avoid Telling the Truth:   1.     Our relationship might change or crumble if we tell each other the truth 2.     It is uncomfortable and anxiety-producing 3.     I don’t think you need, or deserve, to know the truth 4.     You might not like me if I tell the truth 5.     It would force me to admit I am wrong 6.     I’ve learned people don’t really like to hear the truth 7.     It could put my job or careerRead the Rest…

When we talk to people about the rewards of telling the truth as a business practice, it is common for reactions to include fear, suspicion, and skepticism. In the context of most organizations, “telling the truth” almost always has a negative connotation. How have we managed to create organizations where “telling the truth” is seen as a radical act? Why do people consider it as unpleasant as administering a dose of castor oil? We had an “aha!” moment that shed light on these questions during a recent conversation with our friend and colleague Mark Levy, author of  Accidental Genius. We asked for his reaction to our most recent newsletter, which included advice for “A Better Way to Deliver Difficult News.”Read the Rest…

Accountability, business literacy, Distributing organizational power Football has long been a big part of my life. I played in high school, was a scholarship athlete at Miami University, and coached high school football in my first career as a public school teacher. So I was particularly interested in a recent NPR interview with New York Jets head coach Rex Ryan, who mentioned a guiding principle we believe has strong benefits for business leaders and managers. In the interview, and in his new book Play Like You Mean It, Ryan boils down his foundational coaching strategy to one elegant sentence: “Everybody is in the same room, and there is accountability because you all know each others’ jobs.” NY Jets Coach RexRead the Rest…

David Sokol, a top Berkshire Hathaway executive who once was speculated to be Warren Buffett’s next-in-line, resigned under a cloud when it was revealed he purchased $10 million worth of Lubrizol stock a day after he set in motion a merger with Berkshire. The company’s acquisition of Lubrizol for $9 billion increased Sokol’s holding by $3 million. Although Buffett initially defended Sokol, at a shareholder’s meeting on April 30, he called Sokol’s actions “inexcusable” and “incomprehensible.” What got our attention about this coverage was the nattering in a New York Times article on April 23, which quoted a series of experts who wondered whether Buffett’s management style is too “hands off.” It cites a paper from Stanford University’s Graduate SchoolRead the Rest…

The first newspaper I worked for as a freshly minted journalist had a monthly bulletin that doled out kudos and critiques to the writers and editors. We would applaud our colleagues for snappy headlines, great writing, and beating the competition on a news story. We were invited to nominate the best news and feature articles, with the final winners chosen by a committee. It shined a light on the unsung heroes of the copy desk, publishing the mistakes they caught before our readers ever them, and helping us learn what not to do again. It also pointed out the mistakes that did get through, and areas that needed improvement. Everyone was encouraged to contribute. One of the monthly “awards” IRead the Rest…

Constancy and consistency are rare in relationships, whether at work, in families or among friends. As we grow and change, it makes sense that some relationships might no longer fit so well. Letting go of those that no longer serve us could be the answer. But when we want or need relationships, we can renegotiate boundaries or ground rules. At work, for instance, you may not have the option of abandoning a relationship that isn’t working well. In a family or friendship, a sense of history and love keeps you bound, but you want to shift the ways you relate. A conversation of renewal can help. Here is an outline of a conversation based on two people who have aRead the Rest…